Trump’s proposed AmeriCorps cuts would trim .03 percent of the federal budget — but slash support at 11,000 schools

From when the first students arrive until the last ones leave, eight young adults in white AmeriCorps T-shirts are a constant presence at Denver’s North High, a comprehensive high school where “Viking Pride” has not traditionally translated to academic success.

The corps members, part of a program called City Year, help run North’s social justice and writing clubs, hold kids accountable for their attendance and behavior, and team up with teachers to make math and literacy skills stick with ninth-graders.

All of that could vanish next year. President Donald Trump is set to propose slashing the AmeriCorps program from the federal budget, according to a document obtained by The New York Times. That would cost more than 11,000 schools support that they use to help students who’ve fallen behind, build playgrounds, and offer after-school programs.

On a recent morning, North High School Principal Scott Wolf watched a City Year corps member pull four struggling students out of an algebra classroom and into a hallway, where he sat with a whiteboard explaining how to identify the intersection points of two variable equations.

“A student in those classrooms, they may otherwise just be checked out, sitting there not knowing what to do,” Wolf said. “The corps members allow us to provide supports we could not otherwise offer our kids. Our students open up and can relate to them.”

AmeriCorps has been threatened before, but members and supporters have good reason to fear this time could be different. President Trump has promised significant cuts to government programs, and Republicans control Congress and can easily sign off on them.

The prospect of the elimination of federal funding has brought uncertainty to the 80,000 working AmeriCorps members and the schools and communities that rely on them. It has also mobilized the organization’s leadership and supporters to make their case to Congress that the relatively modest investment — just .03 percent of the federal budget — is worth it.

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“We are prepared for this,” said Morris Price, vice president and executive director of City Year Denver, which works in nine city schools. “We have to make a case every year anyway. Now we have to make that case not just at the local level but at the congressional level, of the impact we have. We can’t get lazy. This reminds us of that.”

The proposed cuts target the Corporation for National and Community Service, a $1 billion-a-year agency that finances programs run by AmeriCorps and Senior Corps, a volunteer organization for people over 55.

About half of the agency’s grant funding goes to education-related work, officials said, making it a significant player in school improvement efforts across the country. Its programs include City Year, College Possible, Playworks, Citizen Schools, the National College Advising Corps and a school-based foster grandparent program through Senior Corps.

“We are lucky that for more than 50 years, successive administrations of both parties have engaged with this concept of national service,” said Samantha Jo Warfield, spokeswoman for the Corporation for National and Community Service. “We know the best solutions come from outside Washington where ordinary citizens are doing extraordinary things.”

That federal support is leveraged to raise money from other sources, including private foundations, school districts, universities and colleges, and corporations. The end result is an additional $1.25 billion — more than the federal contribution, according to the agency.

AmeriCorps, however, has long been in the sights of conservative budget hawks and those who don’t believe it’s the government’s business to subsidize public service. (Corps members are not volunteers. They receive a stipend to help with living expenses, health insurance, and another $5,800 after the completion of each year to pay for additional education or to help pay off student loans.)

In cities ranging from New York to Denver and Memphis to Detroit, roughly 3,000 City Year corps members work alongside teachers and school leaders in long-struggling, high-poverty schools.

At Denver’s Manual High School, which is trying to reinvent itself yet again after a series of reforms, City Year corps members are integrated into all aspects of school life, principal Nick Dawkins said.

In addition to logging 875 hours helping students with literacy and math this year, corps members have surprised teachers with coffee and donuts, served free breakfast to students, and played chess and Monopoly with kids during tutoring, Dawkins said.

Part of the philosophy of City Year is that corps members — 18 to 25 years old — are not far removed from school themselves, allowing them to forge stronger relationships.

“In a tighter budget picture, I would hate to see programs like this go away,” Dawkins said. “I just think they are great kids and are great for school culture.”

In some cities, the possibility of losing funding for programs is throwing plans into question.

In Memphis, the school district is piloting an after-school tutoring program launched through City Year. Now in two Memphis schools, it is designed to grow to five schools and 50 AmeriCorps members by next school year.

Startup director Karmin-Tia Greer said it’s too soon to tell what gutting AmeriCorps would mean for students in Memphis. Currently, AmeriCorps provides about 25 percent of the project’s funding.

“We hope that Congress will continue to support AmeriCorps, which has shown to positively impact students and schools in a cost-effective way,” she said.

In New York City, home to the nation’s largest school district, more than 250 City Year corps members serve in 24 public schools with about 13,000 total students, officials said. AmeriCorps members have also served in the city’s community schools and through programs like Blue Engine, Harlem Children’s Zone, and Teach for America, whose corps members use stipends to help pay for their master’s degree programs.

Through another AmeriCorps program, Citizen Schools, 41 corps members act as teaching fellows in high-needs middle schools in Harlem and Brooklyn, where they also help mobilize community partners to volunteer, said Wendy Lee, executive director of Citizen Schools NY.

“Our entire operating model is based on having AmeriCorps service members in schools,” Lee said. If funding were cut, she said, “We’d either have to rethink staffing or rethink the way our model is delivered.”

As AmeriCorps staff and supporters make their case to Congress, they will point to results.

A 2015 study examining three years of educational outcomes in 22 cities found that schools that partner with City Year were up to three times more likely to improve on math and English assessments.

In Denver, three-quarters of the schools with City Year corps members have moved up in the city’s rating system. That includes North High School, where Wolf, the principal, credited City Year for helping with the turnaround.

Brittanyanne Cahill, 26, who is in her second year of City Year Denver service, reports similar progress at the Hill Campus of Arts and Science.

The suburban Atlanta native majored in special education in college, did a stint student teaching, signed on as a corps member at Hill last year and came back this year as a “senior corps member” mentoring first-year corps members and working with students.

“My eyes have been opened,” she said. “There is so much hardship. Schools around the country are not able to provide the support that all students need to succeed.”

Here, in a series we call “How I Lead,” we feature principals and assistant principals who have been recognized for their work. You can see other pieces in the series here.

Principal Yolanda Dandridge walks almost 14,000 steps a day — double the national average.

It takes a lot of walking to manage two schools. Dandridge has led Georgian Hills Achievement Elementary for the last two years and was previously the academic dean. She temporarily took over Frayser Achievement Elementary when the schools had to share space this year because of maintenance issues at Georgian Hill’s original building.

“I am constantly on the move,” Dandridge said. “How else can you keep up with elementary students?”

Both schools are part of the Achievement School District, which is charged with turning around the state’s lowest-performing schools but has struggled to accomplish the task.

This year, Georgian Hills not only left the bottom 5 percent but moved out of the bottom 10 percent. In 2016, before Dandridge took charge, Georgian Hills was in the worst 2 percent of schools.

Dandridge was honored by the achievement district for her work.

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“She is a real standout among our principals of someone who understands what it takes to turn things around,” said interim achievement district leader Kathleen Airhart.

Dandridge talked to Chalkbeat about how she gets to know her students, her efforts to motivate teachers, and why school buildings are important.

This interview has been condensed and lightly edited.

What was your first education job and what sparked your interest in the field?

PHOTO: Caroline Bauman

Dandridge walks almost 14,000 steps a day — double the national average.

I tell my teachers to always stay focused on the “why” behind their careers. For me, my “why” was the fact that my little brother got all the way through elementary school without learning to read. He wasn’t able to read until the fifth grade. He came from a family of educators, and he still slipped through the cracks. If that could happen to him, it could happen to so many kids.

I started teaching in Rolling Fork, Mississippi, and I taught in that state for more than a decade. I came to Memphis as a teacher, I was asked later to consider taking on the principal role at Georgian Hills. I said, “You want me to do what?” Now, I’m grateful for all those years in the classroom and as an academic dean to prepare me for this role.

How do you get to know students even though you don’t have your own classroom?

Any chance to get into the classroom, I will. If a substitute teacher doesn’t come, which does happen sometimes, I will teach the students in that classroom for a day. I love getting to know students by helping out in the classroom.

I am also constantly walking the hallways of both schools. That’s how I start the morning — I greet students and their parents by name when they walk into the school. I walk students to their classrooms. I’m constantly monitoring the hallways.

When a new student registers for classes, the first thing the office staff knows to do is call me down so I can meet them.

How do you handle discipline when students get into trouble?

I really prefer to always consider the experiences that a child may have had prior to entering our building. When you approach discipline with a keen awareness of the types of situations a child might have or experience, it really makes you a better educator. And you understand that the best thing for us to do is to ensure that students know and understand that we have their best interests in mind. When children connect with you and other teachers in this way, discipline is less challenging.

What is an effort you’ve spearheaded at your school that you’re particularly proud of?

I’m very proud of what we’ve done at Georgian Hills and now at Frayser to really focus on our teachers.

Every Wednesday after school, we’ll have a period of professional development. I try to be attentive to what my teachers tell me they want to learn more about. There is a lot of coordination on lesson plans in particular. Teachers work together on their lesson planning, and I also will personally give feedback on a teahers’ lesson plans. My biggest, driving question is “What do my teachers need most?” They don’t need to be spending hours everyday lesson planning when they can collaborate. We can help there.

Tell us about a time that a teacher evaluation didn’t go as expected — for better or for worse?

Evaluating teachers has always provided me with the opportunity to hear and see the creativity and passion that our teachers bring to the classroom. My thought on evaluations is to take the anxiety out of it and ensure that teachers are comfortable and understand that the overall process is about improving their skills and enhancing the tools in their toolbox.

Tell us about a memorable time — good or bad — when contact with a student’s family changed your perspective.

PHOTO: Caroline Bauman

This year, Georgian Hills not only left the bottom 5 percent but moved out of the bottom 10 percent of schools in Tennessee.

When I was early in my teaching career in Mississippi, I had a student with a single mom. Her mom was an amazing support system for me and my classroom. She was always wanting to volunteer at the school. But she struggled to provide basic needs for her daughter — she was struggling to get a job. But she was trying so hard. There’s a stigma of parents, especially in low-income communities, not participating or caring about their child’s education. This mom was giving her all, and it changed my view of parental support. The school needed to find ways to also support her.

And so as a principal, I’m always thinking about how I can support my parents and invite them into the school. So that they feel welcome and wanted, and also so they are encouraged in their own role in their child’s education. We hold math and science nights, where parents learn how to do math games or science experiments at home with their kids. We provide them with materials and knowledge so that they can provide enrichment in their own home.

What issue in the education policy realm is having a big impact on your school right now? How are you addressing it?

We, like many schools in Memphis, don’t have the facilities we need for our students. Georgian Hills had to vacate our school building due to an issue with the roof. That created a hard environment for this school year — moving to a new building where we share space, and then me taking on that school as its school leader when the principal left. Honestly, I thought this year could break me as a school leader. But it didn’t, and it didn’t break our school either. We had a culture in place where our teachers felt supported among the chaos of the start of the year. After a year of repairs, we’re planning on moving back to our original building this fall.

But the issue here is that we don’t have the school buildings we need. Schools should be palaces in a community.

What’s the best advice you’ve received?

You have to mobilize people’s efforts to “win.” The first secret to this is to love your people. They are here for a purpose and you have to help them understand the higher purpose that they are here to serve. You have to have the right people in place, be responsible for developing them, and have the courage to let them go when student’s needs aren’t being met. Finally, transparency rules.

Aurora school board to consider one-year charter contract for school with conflict of interest

Aurora’s school board is set to decide Tuesday whether to renew the charter of a well-rated school that long has served children with special needs — but that also has become caught up in questions over conflicts of interest and opaque finances.

District staff members told the school board earlier this year that they were unsure about the school’s relationship with Ability Connection Colorado, the nonprofit that started the school and provides services through a $350,000 agreement. Not only does that contract lack specifics, but also the nonprofit’s CEO, Judy Ham, serves as the president of the charter school’s board and has signed agreements between the two organizations on behalf of Vanguard.

“You can see the clear conflict of interest concern that arose for us,” Lamont Browne, the district’s director of autonomous schools, told the school board in February.

The charter school board president disputes the findings of the conflicts of interest, but said the school is going to comply with all of the contract’s conditions anyway.

Vanguard, which first opened in 2007, was created to serve students with special needs in an inclusive model, meaning, as much as possible those students are blended into regular classrooms. Currently, the charter operates two campuses. One, near Lowry, enrolls about 500 K-8 students, and the second, a K-12 campus on the east side of the city, enrolls about 745 students. More than half of the students at each campus qualify for free or reduced price lunches, a measure of poverty.

In reviewing Vanguard, the district found it has a higher percentage of students who perform well on some state tests than the district does. The school also has a good rating from annual state reviews.

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But the unclear relationship between the school and its founding nonprofit have raised doubts.

Although the relationship and service agreements the school has with the nonprofit aren’t new, Aurora’s concerns came up during an interview step that was added to the charter renewal process this year. Last time Vanguard went through a review from the district, five years ago, the district’s office of autonomous schools that now oversees charter schools did not exist. Staff describe previous reviews as compliance checklists.

Ham told district reviewers in that new step during the review process, that she never recused herself from board votes involving her employer.

But Ham now says that she misspoke, and meant that she has never recused herself officially because she just doesn’t vote on matters involving Ability Connection Colorado.

“It felt like (it was) a loaded question” Ham said. “But I don’t recuse myself because I don’t ever vote. It’s almost like a foregone conclusion.”

Browne also told the board he was concerned with the lack of detail about the $350,000 service agreement.

“Considering the amount that that contract was for, we were very concerned about the lack of detail regarding those services,” Browne said. He also pointed to school staff’s “lack of clarity with regard to what they were paying for and what they were receiving.”

Ham said the charter school has rewritten and added more detail to the agreements about what Ability Connection Colorado does for the school, which she said includes payroll services, human resources, building management, and risk assessments for students. The school’s west campus also shares a building with the nonprofit.

“We are on-call 24-7,” Ham said. “We wanted to provide everything so that the school could focus on being able to do the most important thing which is educating the children, knowing that inclusive education is hard to do.”

But what the functions of the nonprofit are aren’t clear, according to Aurora administrators.

“The school should not be wondering what services they are or are not receiving from the company,” said Mackenzie Stauffer, Aurora’s charter school coordinator.

Administrators recommend a renewed contract include stipulations such as governance training for the school’s board, meant to address conflicts of interest.

Ben Lindquist, president of the Colorado League of Charter Schools, said that there are laws that could apply to give charter school authorizers like Aurora authority over conflict-of-interest issues.

“It should be within the purview of an authorizer to inquire into conflicts of interest if it perceives they are there,” Lindquist said. “But there’s not just one way to remedy that.”

Among the contract’s conditions, the district will also ask that Vanguard’s board be more transparent about recording board votes on significant decisions. Initially, district staff also said they considered asking Vanguard to remove the current board and replace all members, but officials said they ran into some problems with what they were allowed to ask the school to do.

“There’s a very interesting place we are in where we are the authorizer — we don’t run the school and we want to maintain that delineation,” Browne said. “However if we feel like there is something that could be a potential challenge for the school, we feel like it’s our duty to do what we can to suggest or recommend those changes.”